CEO Professional Development: I’m No Superperson

Long ago, as a junior leader, I learned that,

“Everything I know is not everything there is to know.”

Fast forward 15 years to when I became a CEO; this maxim was even more prevalent. There was much more to know, leading 400 versus leading 40. The number of moving pieces, the complexity of problems, and the tyranny of distance between my branches reminded me of the title song to the TV show, Scrubs:

“I can’t do this all on my own, because I’m no Superman.”

I never became a Superman or Superperson, and I needed as much help as possible.

CEOs Need Professional Development Too

From experience, education, and observation, I know that CEOs also need professional development (PD). The question is, “What does CEO PD look like?” A few thoughts.

PD for the CEO

I found that three leadership development tools are beneficial for CEOs.

1. Executive Coaching. Coaches shore up the blind spots that players do not and cannot see. CEOs need a listening ear to express their frustrations and aspirations. Executive coaches offer CEOs a listening ear and an honest assessment of their strengths, weaknesses, opportunities, and threats, both personally and for the company.
2. Mentoring. “Everyone deserves the opportunity for mentoring.” Mentorship is the ultimate PD because it is a long-term relationship based on trust, respect, and other values.
3. Peer Advisory Relationships. Peer Advisory Groups (PAGs) of fellow CEOs, who share their triumphs and travails, are wonderful for problem-solving while they last. However, Peer Advisory Relationships (PARs) last long after PAG members change or the group disbands. Because it is a connection, PARs offer the best of both coaching and mentoring.   

CEO PD, if done properly, becomes an extension of PD throughout the organization.

PD for the Organization, through the CEO

The more I learned as a CEO, the more I shared my newfound knowledge with my direct reports. That sharing spread throughout the organization with purpose. In addition to the tools above, I discovered three other things that concerned me as a CEO and were also a struggle for others.

1. Work-Life Balance. “We can do anything, but we can’t do everything.” (At least not all at once.) Working is supposed to supply a means to an end, not be the end. Life consists of three parts: individual, family, and work goals. This requires an equitable balance between the three.
2. Lifelong Learning. Those who know it all are destined to remain right where they are. Because the rate of change is persistent and accelerating daily, the willingness to learn new things is essential to staying relevant in your profession and competitive in your business.
3. Succession Planning for Everyone. CEO succession planning should set off a chain reaction of career planning among other executives. Most CEOs did not attain that position by accident but developed career plans based on a series of CEO succession plans. Who will succeed the CEO, and who may move up in the hierarchy?

Some people believe that once they have ‘made it’ to the top, learning and professional development stop. The higher you climb the ladder, the greater the need for new and useful information.

If you are a CEO and any of the above topics interest you, Let’s Chat.

If you are a Key Executive and those topics sound appealing, Let’s Chat.

Let’s Chat about all your Leadership and Management Development needs.

Remember, I am the Wingman for Inspired Leaders.